Strategies to Promote Women Should Vary Across Cultures

The proportion of women in the leadership ranks of organizations remains low around the world but, from country to country, there is surprising divergence. According to recent statistics, boardroom representation by women ranges from about 1-2% in Japan, to 17% in the United States, and much higher in countries like Norway (~40%).

Our work indicates that this variation is partly a function of national differences in cultural tightness – that is, the degree to which a culture’s norms are clear and likely to be enforced by authorities through the use of sanctions. In tighter cultures, individuals may be fined for chewing gum or spitting in the streets, but in looser ones, they may receive no more than a disapproving glance. Research shows Pakistan and Turkey are among the tightest countries, and Ukraine and New Zealand among the loosest. The U.S. is considered slightly loose; France, the United Kingdom, and Germany are increasingly tight.

Using nationally reported statistics from the World Bank (2011) , we found that nations with tighter cultures tended to have fewer female legislators, senior officials, and managers. For example, just 3% of leadership positions were held by women in Pakistan, but numbers stood at 38% in Ukraine.

To explain this, it helps to understand how leaders emerge in the first place. According to psychologists, people rise to the top when they are seen as matching a set of pre-existing beliefs that individuals hold about leadership. The problem is that, across cultures, this leader prototype has historically emphasized characteristics thought to be masculine rather than feminine. Some blame the circumstances of early human history, when leaders needed physical strength to help the group survive and protect it from outside threats. But the prototype persists. Often, even women candidates themselves don’t see how they fit into the leadership mold.

Loosen commitment to such cultural norms, and beliefs are likely to change. However, tighter cultures have their advantages too: When authorities are willing to implement new practices, they are quickly adhered to. Consider gender egalitarianism measures, such as equal pay and encouragement to attain a higher education and participate in professional development . We’ve found that when nations commit to such practices, those with tighter cultures succeed in promoting women leaders, whereas those with looser cultures do not.

As a result, culture-specific recommendations are in order. Mandatory gender quotas – targeted numbers backed by sanctions for organizations that do not comply – can be an especially promising strategy in tight cultures. Take Norway, a relatively tight country that mandated 40% female representation on boards of publicly listed companies, backed by the threat of dissolution for those that didn’t meet that goal. The result was a transformation: the proportion of women directors went from below 10% pre-quota to the 40% target.

Such strong policy is unlikely to be seriously considered or successfully adopted in looser societies. Authorities are more likely to put forth quotas with weak or no sanctions, and the citizenry maybe more resistant, preferring to let capable women rise through the ranks organically. Effecting change in these nations therefore depends on influencing leader prototype beliefs- portraying leadership role as compatible, attainable and desirable for women and increasing the exposure of successful female executives. Some evidence supports this.

The point is: when pursuing gender diversity, there is no one-size-fits-all solution. Measures that work in some countries, might fail spectacularly in others. Cultural context matters.

Soo Min Toh is an associate professor of organizational behavior at the University of Toronto Mississauga, who researches women in leadership, careers, expatriates, and knowledge management.

Geoffrey Leonardelli is an associate professor of organizational behavior at the University of Toronto’s Rotman School of Management, who researches leadership, gender dynamics, negotiations, and diversity.